Porter's Generic Strategies with examplesdipalij07
This Presentation is containing brief description of generic strategies with examples of companies in detail....
Hope it will be helpful to everybody....
Enjoy...!! :)
Porter's Generic Strategies with examplesdipalij07
This Presentation is containing brief description of generic strategies with examples of companies in detail....
Hope it will be helpful to everybody....
Enjoy...!! :)
Are your measures strategic? Are you measuring the right things to make sure your organization is strategically successful? Top-down versus bottoms up tracking.
The world is changing – how about your Operations Strategy?
The world is changing rapidly – same goes for your customers and suppliers. You are required to constantly improve your operations. Is optimising your current operating model sufficient or do you need to rethink?
A great Operations Strategy is what makes the sum of all operational capabilities of your business a competitive advantage.
Does your Operations Strategy fit in relation to environmental changes or changes in future customer demand?
Operations strategy or Strategy || Development and Implementation of Strategy...Uttar Tamang ✔
This slide is all about the :
1. Operations strategy or Strategy
2. Global View of Operations
3. Developing of Mission and Strategy
3.1. Mission
3.2. Strategy
4. Types of Strategy (Operational and Competitive)
5. Achieving Competitive Advantage Through Operations
6. Development and Implementation of Strategy
7. Strategy Development Process
8. Implementation of Strategy (Process)
9. References
.
By: Uttar Tamang
What is Internal Analysis?
The process of identifying and evaluating an organization’s specific characteristics
Resources, capabilities, and core competencies
Looks at organization’s
Current vision
Mission(s)
Strategic & financial objectives
Strategies
Are your measures strategic? Are you measuring the right things to make sure your organization is strategically successful? Top-down versus bottoms up tracking.
The world is changing – how about your Operations Strategy?
The world is changing rapidly – same goes for your customers and suppliers. You are required to constantly improve your operations. Is optimising your current operating model sufficient or do you need to rethink?
A great Operations Strategy is what makes the sum of all operational capabilities of your business a competitive advantage.
Does your Operations Strategy fit in relation to environmental changes or changes in future customer demand?
Operations strategy or Strategy || Development and Implementation of Strategy...Uttar Tamang ✔
This slide is all about the :
1. Operations strategy or Strategy
2. Global View of Operations
3. Developing of Mission and Strategy
3.1. Mission
3.2. Strategy
4. Types of Strategy (Operational and Competitive)
5. Achieving Competitive Advantage Through Operations
6. Development and Implementation of Strategy
7. Strategy Development Process
8. Implementation of Strategy (Process)
9. References
.
By: Uttar Tamang
What is Internal Analysis?
The process of identifying and evaluating an organization’s specific characteristics
Resources, capabilities, and core competencies
Looks at organization’s
Current vision
Mission(s)
Strategic & financial objectives
Strategies
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
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Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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3. What is Internal Analysis?
• The process of identifying and evaluating
an organization’s specific characteristics
– Resources, capabilities, and core competencies
– Looks at organization’s
• Current vision
• Mission(s)
• Strategic & financial objectives
• Strategies
4. Why Do an Internal Analysis?
• Enables a firm to identify its strengths and
weaknesses.
• Enables a firm to make good strategic decisions.
• Information from internal environment provides
basis for developing strategic alternatives.
5. A Quick Review of
Organizational Resources
• Organizational resources are assets an
organization has for carrying out work activities
and processes
– Financial resources
• Current debt, credit lines, equity, cash reserves, etc.
– Physical resources
• Plant & equipment, inventories, supplies, fixtures, etc.
– Human resources
• Management & employee skills, training, experiences, etc
6. A Quick Review of
Organizational Resources
– Intangible resources
• Brand names, patents, trademarks, copyrights, etc.
– Structural-cultural resources
• Culture, history, work systems policies, formal
reporting structures, etc
• Human, intangible, and structural-cultural
resources can be a source of competitive
advantage
– Play important role in determining capabilities
or competencies and core competencies
7. Organizational Capabilities
• Organizational capabilities/competencies
– The complex and coordinated network of company
routines and processes that determines how
efficiently and effectively the organization
transforms its resources into products (goods &
services)
– Involves complex pattern of coordination between
people, & between people and resources
– It’s an internal activity that a company performs
better than other internal activities
8.
9. Organizational Capabilities
• Organizational routines & processes:
• Regular, predictable, and sequential patterns of work
activity by organizational members
• Sustainable Competitive Advantage (CA):
• The prolonged maintenance of competitive advantage
• Capabilities that are capable of leading to CA today may
not continue to do so as conditions & rivals change
• Dynamic capabilities
• An organization’s ability to build, integrate and
reconfigure capabilities to address rapidly changing
environments over time.
10. Core Competencies
• Core competencies
– A well-performed internal activity that is central, not
peripheral, to a company’s strategy, competitiveness,
and profitability
– Major value-creating skills and capabilities that
• are shared across multiple product lines or multiple
businesses
• Results from the collaboration among different parts of an
organization
– Gives a company a potentially valuable competitive
capability
11. Core Competencies
• Types of Capabilities/Core Competencies
– Skills in manufacturing a high quality product
– System to fill customer orders accurately and swiftly
– Fast development of new products
– Better after-sale service capability
– Superior know-how in selecting good retail locations
– Innovativeness in developing popular product features
– Merchandising and product display skills
– Expertise in an important technology
– Expertise in integrating multiple technologies to create
whole families of new products
12. From Core Competencies to
Distinctive Capabilities
• Distinctive Capabilities
– Special and unique capabilities that distinguish
the organization from its competitors
– A competitively valuable activity that a
company performs better than its rivals
– Allow a company to develop a sustainable
competitive advantage and outperform its
competition
13. From Core Competencies to
Distinctive Capabilities
• Characteristics of distinctive capabilities:
(1) Contribute to superior customer value and offers
real benefits to customers
(2) Difficult for competitors to imitate
(3) Allow the organization to use that capability in a
variety of ways
• What’s the relationship between
organizational capabilities, core competencies
and distinctive capabilities?
14. Examples of Distinctive Capabilities
• Sharp Corporation
– Expertise in flat-panel display technology
• Toyota
– Low-cost, high-quality manufacturing capability and
short design-to-market cycles
• Intel Corporation
– Ability to design and manufacture ever more
powerful microprocessors for PCs
• Motorola
– Defect-free manufacture (six-sigma quality) of cell
phones
15. Strengths and Weaknesses
• Strengths
– Resources that an organization possesses and
capabilities that the organization has developed
– Both can be exploited and developed into a
sustainable competitive advantage
• Weaknesses
– Resources and capabilities that are lacking or
deficient; and that
– Prevents an organization from developing a
sustainable competitive advantage
16. How to Do an Internal Analysis
Approaches to internal analysis
(1) Value Chain Analysis
(2) Competitive Strength Assessment
(3) An Internal Audit
(4) Internal Environmental Analysis
Process
(5) Capabilities Assessment Profile
17. (1) Value Chain Analysis
• Value Chain Analysis
– Customers want (demand) some type of value from
the goods and services they purchase or obtain
– Customer value arises from
(1) Uniqueness of product or service
(2) Low-priced product/service
(3) Quick response to specific or distinctive customer needs
– Allow assessment of cost competitiveness of
organization with those of its rivals
18. The Value Chain
• The value chain identifies the separate activities and
business processes performed to design, produce,
market, deliver, and support a product/service and how
well they create customer value.
• Consists of two types of activities
– Primary activities : create customer value
• Inbound logistics, Operations; Outboard logistics; Sales
& Marketing; & Customer Service
– Support activities: Support primary activities
• Procurement; Technological development; HRM;
General Administration (Firm infrastructure)
19. A Typical Value Chain
Primary Activities and Costs
Operations Logistics Inbound
Logistics
Outbound
Sales and
Marketing Service Profit
Margin
Procurement; Product R&D, Technology
Human Resources Management
General Administration (Firm Infrastructure)
Support
Activities
and Costs
20. The Value Chain System
Upstream
Value Chain Downstream Value Chains
Activities,
Costs, &
Margins of
Suppliers
Internally
Performed
Activities,
Costs, &
Margins
Activities,
Costs, &
Margins of
Forward
Channel
Allies &
Strategic
Partners
Buyer/User
Value
Chains
Firm’s Own
Value Chain
21. Examples of Key Value Chain
Activities
• Soft Drinks Industry
Processing of basic ingredients
Syrup manufacture
Bottling & can filling
Wholesale distribution
Retailing
• Computer Software Industry
Programming
Disk Loading
Marketing
Distribution
22. The Value Chain System
• A company’s cost competitiveness
depends on how well it manages its value
chain relative to competitors
• Three areas contribute to cost differences
1. Suppliers’ activities
2. The company’s own internal activities
3. Forward channel activities
23. The Value Chain System
• Assessing a company’s cost competitiveness
involves comparing costs along the industry’s value
chain
• Suppliers’ value chains are relevant because
– Costs, quality, and performance of inputs provided by
suppliers influence a firm’s own costs and product
performance
• Forward channel allies’ value chains are relevant
because
– Forward channel allies’ costs and margins are part of price
paid by ultimate end-user
– Activities performed affect end-user satisfaction
24. Strategic Options for Correcting
Costs Competitiveness
• Supplier-related costs disadvantages:
– Negotiate more favorable prices with suppliers
– Work with suppliers to achieve lower costs
– Integrate backward
– Use lower-priced substitute inputs
– Do a better job of managing linkages between
suppliers’ value chains and firm’s own chain
– Make up difference by initiating cost savings in other
areas of value chain
25. Strategic Options for Correcting
Costs Competitiveness
• Forward channel allies’ costs disadvantages:
– Push for more favorable terms with distributors and
other forward channel allies
– Work closely with forward channel allies and
customers to identify win-win opportunities to
reduce costs
– Change to a more economical distribution strategy
– Make up difference by initiating cost savings earlier
in value chain
26. Strategic Options for Correcting
Costs Competitiveness
• Firm’s own internal cost disadvantages:
– Reengineer performance of high-cost activities or business
processes
– Eliminate some cost-producing activities altogether by
revamping value chain system (VCS)
– Relocate high-cost activities to lower-cost geographic areas
– See if high-cost activities can be performed cheaper by
outside vendors/suppliers
– Invest in cost-saving technology
– Simplify product design
– Achieving savings in backward or forward portions of VCS
27. From Value Chain Analysis to
Competitive Advantage
• A company can create competitive advantage
by managing its value chain so as to
– Integrate the knowledge and skills of employees in
competitively valuable ways
– Leverage economies of learning or experience curve
effects
– Coordinate related activities in ways that build
valuable capabilities
– Build dominating expertise in a value chain activity
critical to customer satisfaction or market success
28. From Value Chain Analysis to
Competitive Advantage
• The strategy-making lesson of value chain
analysis is that sustainable competitive
advantage can be created by:
(1). Managing the value chain activities
better than competitors; and
(2). Developing distinctive capabilities to
serve the needs of customers better
29. (2) Assessing Organization’s
Competitive Strength
• How does the firm rank relative to key rivals on each
industry KSF and relevant measure of competitive
strength (capabilities or core competencies)?
• Does the firm have a sustainable competitive advantage or
disadvantage
• What is the ability of the firm to defend its position in
light of
– Industry driving forces
– Competitive pressures
– Anticipated moves of rivals
30. Assessing Organization’s
Competitive Strength
1. List industry key success factors and other relevant
measures of competitive strength
2. Rate firm and key rivals on each factor using rating
scale of 1 - 10 (1 = weak; 10 = strong)
3. Decide whether to use a weighted or unweighted rating
system
4. Sum individual ratings to get overall measure of
competitive strength for each rival
5. Determine whether the firm enjoys a competitive
advantage or suffers from competitive disadvantage
31. Assessing Organization’s
Competitive Strength
• A weighted competitive strength analysis is
conceptually stronger than an unweighted
competitive strength analysis because
– All the strength measures are not equally important.
– E.g., in an industry with strong product differentiation,
the significant strength measures may be
• Brand awareness
• Reputation for quality
• Amount of advertising
• Distribution capability, etc.
32. Some KSF/Strength Measures
• Quality/product performance
• Reputation/image
• Manufacturing capability
• Technological skills
• Dealer network/Distribution channels
• New product innovation
• Financial resources
• Relative cost position
• Customer service capability
33. Assessing Organization’s
Competitive Strength
• What does a high competitive strength rating relative to
rivals mean?
– Strong competitive position & possession of competitive
advantages
– Opportunity for company to improve its long-term market
position
• Good strategy entails
– Looking for opportunities to leverage company strengths into
competitive advantage
– Using company strengths to attack the competitive
weaknesses of rivals
34. Why Do a Competitive Strength
Assessment?
• Reveals strength of firm’s competitive position
• Shows how firm stacks up against rivals, measure-by-
measure -- pinpoints the company’s
competitive strengths and competitive weaknesses
• Indicates whether firm is at a competitive
advantage / disadvantage against each rival
• Identifies possible offensive attacks (pit company
strengths against rivals’ weaknesses)
• Identifies possible defensive actions (a need to
correct competitive weaknesses)
35. (3) Using an Internal Audit
• Internal Audit
– A thorough assessment of an organization’s
various internal functional areas
– Strategic decision makers use the internal audit
to assess the organization’s resources and
capabilities from the perspectives of its
different functions
36. Using an Internal Audit
• Six primary functional areas
– Production-operations
– Marketing
– Research & development
– Financial and accounting
– Management, including HRM
– Information System
• Depending on products, markets, and industries,
individual organizational structures may vary and,
therefore, may emphasize different sets of functional
areas
37. (4) Using an Internal
Environmental Analysis Process
• Assesses an organization’s internal activities
– Step 1: Survey strengths and weaknesses
– Step 2: Categorize these strengths & weaknesses
(S&W) in terms of resources & capabilities
– Step 3: Investigate the potential of strengths to lead
to competitive advantage
– Step 4: Evaluate the ability of these competitively
resources & capabilities to serve as the basis for an
appropriate competitive strategy
38. (5) Capabilities Assessment Profile
• Resembles the internal environmental analysis
– Similarity: Focuses on deeper evaluation of S&W
– Difference: Focuses only on an firm’s capabilities
• Analysis of capabilities is complex
– Not as easily identified as organization’s function or
even the value creating primary & support activities
– Complex nature of capabilities makes it hard for
competitors to imitate
39. Capabilities Assessment Profile
• Analysis Consists of two phases:
– Phase I: Identify distinctive capabilities
– Phase II: Develop and leverage distinctive capabilities
• Identifying Distinctive Organizational Capabilities
– Step 1: Prepare current product-market profile
• Emphasize organization-customer interactions
• What is the organization selling?
• Who are the organization selling to?
• Is the organization providing superior customer value &
desirable benefits?
40. Capabilities Assessment Profile
– Step 2: Identify sources of competitive
advantage & disadvantage in the main product-market
segment
• Determine why customers choose the organization’s
products vs. those of competitors
• Involves information on cost, product, and service
attributes
– When customers purchase
– What they’re actually purchasing
– What bundle of attributes satisfies their needs
41. Capabilities Assessment Profile
– Step 3: Describe all organizational capabilities &
competencies
• Examine resources, skills, & abilities of the various divisions
• Determine which resources, skills, & abilities lead to a
competitive advantage
– Step 4: Sort the core capabilities/competencies
according to strategic importance
• Can capability provide wide access to a number of different
markets?
• Does the capability provide tangible customer benefits?
• Is the capability difficult for competitors to imitate?
42. Capabilities Assessment Profile
– Step 5: Identify and agree on the key capabilities or
competencies
• Provide basis for resource allocation
• Classifying an Organization’s S&W
– Past performance trends
• Measures such as financial ratios, operations efficiency, etc,
– Specific goal or targets
• Organization’s goals are statements of desired outcomes
– Comparison against competitors
• How are competitors doing?
– Personal opinions of decision makers & consultants